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The Japanese staff complained to the American manager because ______.
A．the American manager had lied to them
B．the salary increases were insufficient
C．most staff had not received salary increases
D．there was a misunderstanding of the word "fair"
答案
更多“The Japanese staff complained to the American manager because ______.A．the American manage”相关的问题
第1题
第2题
？For each Question 15-20, mark one letter (A, B, C or D) on your Answer Sheet for the answer you choose.
Management is the process of getting things done through people. We know that part of this process is carried out with the development of an organization structure. However, there is more to management than just organizing the people and the work. Objectives must be set, plans formulated, people directed, and operations controlled. In making the necessary decisions, management must rely on all the skills at its command. As a result, management is both a science and an art.
However, quality control is one of the most important factors in management, in this article we are going to learn how the Japanese embraced the idea of quality control by Edwards Deming.
It is well known that the father of quality control is the American management authority-Edwards Deming. He despised many aspects of American management. In his view, competition, production quotas and end-of-line inspections, typical business practices in the USA in the mid-twentieth century, were evils rather than attributes. He believed, and almost religiously so, that quality should he a maxim. Insistence on quotas was no guarantee of quality; nor were end-of-line inspections. To Deming, quality meant prevention of faults by improving the product and the manufacturing thereof, not post-production cures. His ideas fell on deaf ears in his own culture, but were embraced by the Japanese and most certainly contributed decisively to the rebuilding of their war-damaged nation.
The Japanese cultural ethos made it possible for these ideas to work. Kaizen is a word familiar to all Japanese. It means doing things better, little by little; gradual, incremental growth and improvement. Rather than copy, the Japanese improve upon what they have at their disposal. The Kaizen concept is applied throughout Japanese life to products and to people, to systems and to services. It is a way of bringing about change by recognition of what is being done, accepting that it can be done better and finding ways to improve. An integral part of the Japanese way of doing things for centuries, Kaizen did not come to the attention of the West until 1985, when Masaaki Imai introduced the concept to the world. It has since been used widely as a means to obtain and secure competitive advantage within a sector or industry.
Hoshin Kanri, which is rather like a set of forms and rules that encourage staff to manage and control the direction or focus of a company, is another key concept. It refers to the way company policy is deployed, to the way results are improved by linking activities throughout the organization, to the way in which every single part of an organization contributes to the achievement of objectives. Through Hoshin Kanri, quality management and Kaizen are applied to the whole process of corporate planning.
The term Hoshin Kanri was coined in the mid-1960s when a report was published analyzing the Japanese application of Management by Objectives. By 1975 it had become widely accepted in Japan, but did not cross the Pacific for nearly a decade. The earliest books published in English about it date to the late 1980s.
Many companies and organizations have embraced these concepts at all levels. In NASA (the North American Space Agency) statistical quality control has been replaced with new tools to complete tasks, eliminate failure, exchange and disseminate information and make use of unfiltered, disordered verbal data. The systematic, multidimensional thinking underlying these tools can be and has been used in the development and improvement of systems (especially information systems) and related products.
An increasing number of case studies have been publi
A．was too dependent on quality
B．was insistent on preventing errors
C．had few strengths
D．was too obsessed with competition
第3题
？Read the text below about death by overwork in Japan.
？In most of the lines 34-45 there is one extra word. It is either grammatically incorrect or does not fit in with the sense of the text. Some lines, however, are correct.
？If a line is correct, write CORRECT.
？If there is an extra word in the line, write the extra word in CAPITAL LETTERS.
34. death in the 1980s in Japan, where long working hours are the norm there.
35. Official figures say it that the Japanese work about 1780 hours a year,
36. slightly less than Americans (1800 hours a year),though more than Germans
37. (1440). But the statistics are misleading because of they do not count 'free overtime'
38. (work that an employee is obliged to perform. but not paid for). It is being estimated
39. that one in three men who aged 30 to 40 works over 60 hours a week. Factory
40. workers arrive early and stay late, without an extra pay. Training at weekends may be
41. uncompensated. During the past 20 years of economic inactivity, many companies
42. have been replaced full-time workers with part-time ones. Regular staff who remain
43. are benefit from lifetime employment but feel obliged to work extra hours lest
44. their positions will be made temporary. Cultural factors reinforce these trends.
45. Hard work is respected as the cornerstone of Japan's post-war economic miracle.
The value of self-sacrifice puts the benefit of the group above that of the individual.
(34)
第4题
The lack of importance attached to human-resource management can be seen in the corporate hierarchy. In an American firm the chief financial officer is almost always second in command. The post of head of human-resource management is usually a specialized job, off at the edge of the corporate hierarchy. The executive who holds it is never consulted on major strategic decisions and has no chance to move up to Chief Executive Officer (CEO). By way of contrast, in Japan the head of human-resource management is central — usually the second most important executive, after the CEO, in the firm's hierarchy.
While American firms often talk about the vast amounts spent on training their work forces, in fact they invest less in the skills of their employees than do either Japanese or German firms. The money they do invest is also more highly concentrated on professional and managerial employees. And the limited investments that are made in training workers are also much more narrowly focused on the specific skills necessary to do the next job-rather than on the basic background skills that make it possible to absorb new technologies.
As a result, problems emerge when new breakthrough technologies arrive. If American workers, for example, take much longer to learn how to operate new flexible manufacturing stations than workers in Germany (as they do), the, effective cost of those stations is lower in Germany than it is in the United States. More time is required before equipment is up and running at capacity, and the need for extensive retraining generates costs and creates bottlenecks that limit the speed with which new equipment can be employed. The result is a slower pace of technological change. And in the end the skills of the bottom half of the population affect the wages of the top half. If the bottom half can't effectively staff the processes that have to be operated, the management and professional jobs that go with these processes will disappear.
Which of the following applies to the management of human resources in American companies？
A．They hire people at the lowest cost regardless of their skills.
B．They see the gaining of skills as their employees' own business.
C．They attach more importance to workers than to equipment.
D．They only hire skilled workers because of keen competition.
第5题
The lack of importance attached to human resource management can be seen in the corporate pecking order. In an American firm the chief financial officer is almost always second in command. The post of head of human resource management is usually a specialized job, off at the edge of the corporate hierarchy. The executive who holds it is never consulted on major strategic decisions and has no chance to move up to Chief Executive Officer. By way of contrast, in Japan the head of human resource management is central--usually the second most important executive, after the CEO, is the firm's hierarchy.
While American firms often talk about the vast amounts spent on training their work force, in fact, they invest less in the skills of their employees than do either Japanese or German firms. The money they do invest is also more highly concentrated on professional and managerial employees. And the limited investments that are made in training workers are also much more narrowly focused on the specific skills necessary to do the next job rather than on the basic background skills that make it possible to absorb new technologies.
As a result, problems emerge when new breakthrough technologies arrive. If American workers, for example, take much longer to learn how to operate new flexible manufacturing stations than workers in Germany (as they do), the effective cost of those stations is lower in Ger many than it is in the United States. More time is required before equipment is up and running at capacity, and the need for extensive retraining generates costs and creates bottlenecks that limit the speed with which new equipment can be employed. The result is a slower pace of technological change. And in the end the skills of the bottom half of the population affect the wages of the top half. If the bottom half can't effectively staff the processes that have to be operated, the management and professional jobs that go with these processes will disappear.
Which of the following applies to the human resource management of American companies？
A．They hire people with the least possible money regardless of their skills.
B．They see skill gaining as their employees' own business.
C．They prefer to hire self-trained workers.
D．They only hire skilled workers because of keen employment competition.
第6题
We don't deny that your products are superior in quality to ______ of Japanese make.
A) the one B) that C) these D) those
第7题
A./v/
B./f/
C./b/
D.None of the above
第8题
The passage tells us that ________.
[A] Japanese businessmen are good at business
[B] foreign businessmen should first try to understand Japanese
[C] foreign businessmen must be more polite
[D] if you want to succeed you must learn from Japan
第9题
Japanese invest in the region is expected to increase in the future
A．to seventy-five per cent of Japan's total investment.
B．by one hundred and fifty per cent.
C．to ninety per cent of the Thai auto market.
